Articles
The EOS Delegate and Elevate grid tells you what to hand off, then leaves you to do the hard part alone. Here is the handoff that sticks: record the task, capture the decision points, name one owner.
Ninety, Strety and Bloom Growth all run the model competently, so buy for the ritual that is broken. Here is what each is best at, and why none of them will document a core process for you.
Even EOS companies that pay an implementer document their own processes, because the implementer facilitates the framework and your team does the writing. Self-implementing teams close the gap by stealing the working structure: one process per session, the owner talks, a pen-holder writes.
Three worked examples, a sales process, client onboarding, and hiring, show what the EOS 20/80 rule looks like in practice: 6 to 10 steps per core process, each a verb with a one-line standard, with all deeper detail pushed into SOPs and checklists underneath.
The EOS 3-Step Process Documenter is free, one page, and still stalls at Step 2 for most teams. Here are the four reasons it happens and the fix that covers all four.
An honest framework for deciding whether to document your EOS core processes in-house or hire it out. The call comes down to team size, writing capacity, meeting cadence, and how many times the same documentation Rock has already failed.
Followed By All is a measurement problem, not a motivation problem. Wire each core process to one Scorecard measurable, train against the documented version, and manage to the number in your weekly meeting.
A 90-day plan for companies whose EOS Organizational Checkup scored Process lowest: triage your 6-10 core processes by pain and key-person dependence, document the top few at 20/80, then train and measure Followed By All.
The "document our core processes" Rock fails quarter after quarter because it is a craft job disguised as a task. Here is how to restructure it around one process, a named pen-holder, and scheduled extraction sessions.
Why the Process Component is the most neglected of the Six Key Components, and what a weak one actually costs a business. Plus a realistic two-quarter path to 80% strength on the Organizational Checkup.
